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Motivation
psychological processes cause the arousal, direction, and persistence of voluntary actions that are goal directed
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Content Theories of Motivation
focus on identifying internal factors such as instincts, needs, satisfaction, and job characteristics that energize employee motivation.
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Process Theories of Motivation
focus on explaining the process by which internal factors and cognitions influence employee motivation
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Content Theories (4)
- 1) Maslow Needs
- 2)Alderfer's ERG Theory
- 3)McClelland's Need Theory
- 4)Herzberg's Motivator-Hygiene Theory
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Process Theories
- 1) Adam's Equity Theory
- 2) Vroom's Expectancy Theory
- 3) Goal Setting Theory
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Needs
Physiological or psychological deficiencies that arouse behavior.
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Maslow's Need Hierarchy Theory
physiological, safety, love, esteem, and self-actualizationHuman needs emerge in a predictable stair-step fashion
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Alderfer's ERG Theory
Existence needs (E)the desire for physiological and materialistic wellbeing;Relatedness needs (R)the desire to have meaningful relationships with significant othersGrowth needs (G)the desire to grow as a human being and to use one’s abilities to their fullest potentialManagers should keep in mind that employees may be motivatedto pursue lower-level needs because they are frustrated with a higher-order need.People are motivatedby different needs at different times in their lives
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McClelland's Need Theory
- Need for achievement. Desire to accomplish something difficult.
- Need for affiliation spend more time maintaining social relationships, joining groups, and wanting to be loved
- Need for power. Desire to Influence, coach, teach, or encourage others to achieve.
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McClelland's Need Theory Continued
- Achievement-motivated people share three common characteristics:
- 1.Preference for working on tasks of moderate difficulty
- 2.Preference for situations in which performance is due to their efforts
- 3.Desire more feedback on their successes and failures
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Motivators
job characteristics associated with job satisfaction
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Hygiene Factors
job characteristics associated with job dissatisfaction
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Adams Equity Theory of Motivation
modelof motivation that explains how people strive for fairness and justice insocial exchanges or give-and-take relationships
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Negative Inequity
Comparison in which another person receives greater outcomes for similar inputs.
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Positive Inequity
Comparison in which another person receives lesser outcomes for similar inputs.
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Practical Lessons from Equity Theory
- No matter how fair management thinks the organization’s policies, procedures, and reward system are, each employee’s perception of the equity of those factors is what counts...
- Managers benefit by allowing employees to participate in making decisions about important work outcomes...
- Employees should be given the opportunity to appeal decisions that affect their welfare..
- Managers can promote cooperation and teamwork among group members by treating them equitably...
- Employees’ perceptions of justice are strongly influenced by the leadership behavior exhibited by their managers...
- Managers need to pay attention to the organization’s climate for justice.
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Expectancy Theory
Holds that people are motivated to behave in ways that produce desired combinations of expected outcomes.
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Vroom's Expectancy Theory
Motivation boils down to the decision of how much effort to exert in a specific task situation.
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Expectancy
- represents an individual’s belief that a particular degree of effort will be followed by a particular level of performance.
- -Expectancy influenced by self esteem/efficacy,previous success at task, help from others, info nec. to complete task, good equipment.
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Vroom's Expectancy Theory Factors
- Instrumentality A performance --> outcome perception
- Valence the positive or negative value people place on outcomes
- Outcomes different consequences that are contingent on performance
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Goal
what an individual is trying to accomplishobject or aim of an action
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How Goal Setting Works
- Goals direct attention
- Goals regulate effort
- Goals increase persistence
- Goals foster the development and application of task strategies and action plans
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Lessons From Goal Setting
- 1.Specific high goals lead to greater performance Goal specificity – quantifiability of a goal
- 2.Feedback enhances the effect of specific, difficult goals
- 3.Participative goals, assigned goals, and self-set goals are equally effective.
- 4.Action planning facilitates goal accomplishment. Action plan outlines the activities or tasks that need to be accomplished in order to obtain a goal.
- 5.Goal commitment and monetary incentives affect goal-setting outcomesGoal commitment – extent to which an individual is personally committed to achieving a goal
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Scientific Management
that kind of management which conducts a business or affairs by standards established by facts or truths gained through systematic observation, experiment, or reasoning
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Job Enlargement
putting more variety into a jobHorizontal loading
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Job Rotation
moving employees from one specialized job to another
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Job Enrichment
Building achievement, recognition, stimulating work, responsibility, and advancement into a job.
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Job Crafting
Proactive and adaptive employee behavior aimed at changing the nature of one’s job.
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Idiosyncratic Deals (i-deals)
Represent “employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development.”
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